Sie sind auf Seite 1von 71

Godrej Consumer Product Limited, Malanpur(M.P.

) Submitted to

\\ ificate of Faculty Guide

This is to clarify that Ms. Anita Sharma student of M.B.A. Programme has completed her summer training of five weeks (from 15thMay to 30th June) and prepared this report under my guidance.

Prof. Ravindra Pathak (Faculty Guide)

Declaration

I hereby declare that this project report titled EFFECTIVENESS OF WELFARE ACTIVITIES has been submitted by me for the award of summer training in M.B.A., as partial fulfillment of the requirements for this course. This is the result of the original work carried out by me. This report has not been submitted anywhere else for the award of any other degree/diploma.

Anita Sharma Signature Date:

Acknowledgement

Expressing gratitude is a difficult task and words often fall short reflecting ones feeling. Considered it as a privilege and an honor to have been given the opportunity of doing my training at Godrej Consumer Product Ltd. Malanpur. A number of people were associated and engaged in the creation of this project work and I would like to express my thanks to each one of them. I would like to express my deep gratitude to Mr. Hamid Ali (Executive-Personnel & Administration), and other officers in GCPL, Malanpur without their co-operation completion of the project would not have been possible. They encouraged and supported us and made our efforts possible by providing us with every possible information. I also want to thank whole heartedly to Mr. Avinash Mishra (General Manager, P & A) for permitting me to undergo training in GCPL and possible help and co-operation extended to me. It is indeed a moment of great pleasure to express my sense of profound gratitude and indebtedness to all the people who have been instrumental in marketing my training a

rich experience. I am very grateful to Dr. S. S. Bhakar (Director, Prestige Institute of Management) Gwalior who gave me this opportunity carryout this project in GCPL. I would like to express my gratitude towards Prof. Ravindra Pathak, my faculty guide, for his valuable advice, guidance, support, precious time and encouragement that he offered to me during the course of project preparation, it made actual complexities of the world a lot easier to handle. Last but not the least, I would like to thank God, my family, my teacher and friends who always supported me directly and indirectly and without their trust and cooperation my project would have proved to be extremely difficult. ANITA SHARMA

Executive Summary

It really feels very complacent when you attain something which you desire for, as the part of curriculum. I had the privilege to do my summer training in Godrej Consumer Product Limited (GCPL), which is an Indian premier international trading corporation. The actual study was carried out in the esteemed organization Godrej Consumer Product Limited (GCPL) Malanpur (District Bhind) unit. It was really a good experience to work in GCPL and learn the basics of human resource practices. My research topic EFFECTIVENESS OF WELFARE ACTIVITIES which includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families.

Labor welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries

INDEX
Contents
Company profile Board of directors Introduction with Godrej Consumer Product Limited GCPL vision Corporate mission Corporate shared value Human resource initiatives Rural development activities TPM (Total productivity management) in GCPL Organizational hierarchy chart Employees welfare Philosophy and Perceptive of Labor Welfare Activities Name of the agencies of employee welfare Types of welfare services

Page No.

Provisions which Factories Act 1948 provides for Welfare Merits & Demerits of employees welfare activity Objectives of the study Research methodology Data analysis and interpretation Suggestions Limitations Conclusion References

Company profile
Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centres. Our founder, Ardeshir Godrej, lawyer-turnedlocksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of todays Godrej empire. One of Indias most trusted brands; Godrej enjoys the patronage and trust of over 400 million Indians every single day. Our customers mean the world to us. We are happy only when we see a delighted customer smile.

With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care to name a few our turnover crosses 2.5 billion dollars. You think of Godrej as such an integral part of India like the bhangara or the kurta that you may be surprised to know that 20% of our business is done overseas. Our presence in more than 60 countries ensures that our customers are at home with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and the promise of

brighter living for every customer, Godrej knows what makes India tick today. Today, were at a point in Godrejs history when our amazing past is meeting up with its spectacular future head on. Godrej is learning and relishing being young again.

Godrej Consumer Products (GCPL) is a leader among India's Fast Moving Consumer Goods (FMCG) companies, with leading Household and Personal Care Products. Our brands, which include Good Knight, Cinthol, Godrej No. 1, Expert, Hit, Jet, Fairglow, Ezee, Protekt and Snuggy, among others, are household names across the country. We are one of the largest marketers of toilet soaps in the country and are also leaders in hair colours and household insecticides. Our 'Good Knight' brand has been placed at an overall rank 12 and continues to be the most trusted household care brand in the country in Brand Equity's Most Trusted Brands Survey 2010. Branch Offices in Mumbai, Delhi, Kolkata and Chennai ensure pan-India coverage, while factories located at Malanpur (Madhya Pradesh), Thana (Himachal Pradesh), Katha (Himachal Pradesh), Guwahati (Assam) and Sikkim cater to the diverse requirements of our product portfolio. We also have a strong emerging presence in markets outside India. With the acquisition of Keyline Brands in the United Kingdom, Rapidol and Kinky Group, South Africa and Godrej Global Mideast FZE, we own international brands and trademarks in Europe, Australia, Canada, Africa and the Middle East. As part of increasing our global footprint, we have also recently acquired Tura, a leading medicated brand in West Africa, Megasari Group, a leading household care company in Indonesia and Issue Group and Argencos, two leading hair colorant companies in Argentina. They are driven by our mission to continuously enhance the quality of life of consumers in high-growth markets with superior-quality and affordable home care, personal care and hygiene products.

The Godrej Group is firmly entrenched in diverse businesses. Security Systems and Safes, Typewriters and Word processors, Rocket Launchers, Refrigerators and Furniture, Outsourcing Services, Machine Tools and Process Equipment, Cosmetics and Detergents, Engineering Workstations, Medical Diagnostics and Aerospace Equipment, Edible Oils and Chemical, Mosquito Repellents, Car perfumes, Chicken and Agri-products. The Godrej group owns vast tracts of land in and around Vikhroli, a suburb to the Northeast of Mumbai, Indias commercial capital. Traditionally, this location has been their manufacturing base, but increasingly they have moved significant production facilities inland in search of cheaper pastures.

Some of Godrejs firsts:


In 1897, Godrej introduced the first lock with lever technology in India. In 1902, Godrej made the first Indian safe. In 1920, Godrej made soap using vegetable oil, which was a huge hit with the vegetarian community in India In 1955, Godrej produced Indias first indigenous typewriter In 1989, Godrej became the first company to introduce PUF ( Polyurethane Foam) Introduced Indias first and only 100% CFC, HCFC, HFC free refrigerators

Board of directors
Adi Godrej
Adi Godrej is the Chairman of the Godrej Group and several entities that are part of one of Indias leading conglomerates. These include Indian companies like Godrej Industries, Godrej Consumer Products, Godrej Properties as well as international companies such as Keyline Brands U.K and Rapidol South Africa.

A Mahendran
A. Mahendran is Managing Director, Godrej Consumer Products, India's premier FMCG Company. He is also Director of Godrej Hershey.

Jamshyd Godrej

Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce . He graduated in Mechanical Engineering from Illinois Institute of Technology, USA. He is the Chairman of Aspen Institute India.

Nadir Godrej
Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej Foods and Godrej Consumer Products.

Tanya Dubash
Tanya Dubash is on the boards of several Godrej Group companies including Godrej Consumer Products, Godrej Industries, and Godrej Agrovet. As Executive Director & President, Marketing she is also charged with enhancing the value of the Godrej Brand and evolving the Group to a more Brand driven organization.

Nisaba Godrej
Nisa is the President, Human Capital & Innovation for Godrej Industries and associate companies. She is responsible for driving the Group's transformation efforts including efforts to attract and develop outstanding talent and make the culture more agile and innovative.

Bala Balachandran
Bala Balachandran began his teaching career in 1960 while a graduate student at Annamalai University, India. In 1967 he moved to the University of Dayton and in 1971, to Carnegie-Mellon University, Pittsburgh, where he taught management courses while working on his doctorate.

Bharat Doshi
Bharat Doshi is presently Executive Director & Group Chief Financial Officer (Group CFO), of Mahindra & Mahindra Limited (M&M), Flagship Company of the US $6 billion Mahindra Group, which is among the top 10 industrial houses in India. M&M is the largest manufacturer of multi-utility vehicles and agricultural tractors in India.

Omkar Goswami
Omkar Goswami is the Founder and Chairman of CERG Advisory Private Limited. CERG is the acronym for the Corporate and Economic Research Group. Its objectives are to use Indian as well as international resources to provide best in class.

Aman Mehta
Aman Mehta has a Bachelors degree in Economics from Delhi University. He has over 35 years of experience in various positions with the HSBC Group. He was the Manager, Corporate Planning at The Hong Kong and Shanghai Banking Corporations headquarters in Hong Kong.

D Shivakumar
D. Shivakumar is currently Vice President & Managing Director of Nokia India Pvt Ltd. Nokia has a strong presence in India across manufacturing, infrastructure, sales, marketing and retail. Nokia is Indias largest MNC and the Nokia brand is Indias most trusted brand.

Narendra Ambwani
Narendra Ambwani is a professionally trained executive coach and business advisor. He brings with him experience of over 34 years of work with renowned multi-national Johnson & Johnson.

Introduction with Godrej Consumer Products Limited, Malapur (M.P.)

The Godrej Consumer Products Ltd. Unit at Malanpur, Gwalior was set up in the year 1991 for the manufacturing of toilet soaps, detergents and stearic acids. Plant is located on a 70 acre plot with a total investment of Rs. 80 crore, 25 acres of land is used for providing green covers. Brands of soaps manufactured at GCPL: Godrej Lime Godrej Fresh Cinthol Deodorant New Gnaga Godrej Shikakai Godrej No. 1

GCPL, Malanpur plant also renders its production facilities for the production of other company products. Rexona (Hindustan Lever Ltd.) Jai (Hindustan Lever Ltd.) Breeze (Hindustan Lever Ltd.) Dettol(Reclitt and Coleman(I) Ltd.)

GCPL, Malanpur through the alpha olefin sulphate( AOS) which is biodegradable makes soaps at GCPL a shade part from others.

Godrej Consumer Products Limited VISION:


We are dedicated to DELIVER SUPERIOR STAKEHOLDER VALUE By providing solutions to existing And emerging consumer needs in the Household & personal care business We will achieve this through ENDURING TRUST & RELENTLESS INNOVATION Delivered with PASSION & ENTERPRENEURIAL SPIRIT

CORPORATE MISSION
We will operate in existing and new business which profitability capitalizes on Godrej brand and our corporate image of reliability and integrity. Our objective is to delight our customers both in India and Abroad. We shall achieve this objective through continues improvement in quality. Cost and customer service. We shall strive for excellence by nurturing, development and empowering our employees.

CORPORATE SHARED VALUE


Commitment to quality Customer orientation Dedication and commitment Discipline Honesty and integrity Learning organization Openness and transparency Respect/care and concern for people Team work

Human Resources initiatives in GCPL:


Revised suggestion scheme up to superintendent cadre. Employees family visit. Development of contract workmen through quality circle. Merit award. Training need identification and preparation of competency profile of our workmen. Before working hours training. Focus on technical training through vikaspath projects. Basic computer training to workmen. Health promotion scheme. Scholarship to SC/ST school children. E-learning.

Hindi literacy program for illiterate workmen. English learning classes for quality circle members. Career counseling for employees children. Assessment centre.

Rural development activities


GCPL perform some of the rural development activities for the people of Malanpur. This activity fulfills the corporate social responsibility towards local public. Form the perspective of P&A executive of GCPL, Malanpur Mr. Hamid Ali is that we must fulfill or develop the local people because we are taking water, air and the support from them. The rural development activities which GCPL perform are as follows Organised eye contract operations. Promoted entrepreneurship among the youth. Organized medical health check-up.

Helping in upgrading the village from primary to middle school. Distribution of award of meritorious students. Organized enter school & cultural events. Running of dispensary & organize distribution of medicines. Organized awareness training program on various health & environment related topic for villagers. Running of Gwalior action center, under national safety council, M.P. chapter. Took initiative to improve the infrastructure beautification in Malanpur area. Distribution of posters on environment friendly on diwali festival in all school. Organized speech competition & quiz for students on importance of saving of environment. Organized pollution checking of vehicles. Helped industries in fire accidents. Organized various training program on SHE (safety, health, & environment). Organized inter-industry safety posters & slogans competition.

TPM (Total productivity management) in GCPL:-

Pillar 1- 5S:

TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement.

Japanese Term Seiri Seiton Seiso Seiketsu Shitsuke

English Translation Organization Tidiness Cleaning Standardization Discipline

Equivalent 'S' term Sort Systematize Sweep Standardize Self - Discipline

Pillar 2 Jishu hozen (Autonomous maintenance): This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value added activity and technical repairs. The operators are responsible for upkeep of their equipment to prevent it from deteriorating.

Pillar 3- Kaizen "Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for small improvements, but carried out on a continual basis and involve all people in the

organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The principle behind is that "a very large number of small improvements are move effective in an organizational environment than a few improvements of large value. This pillar is aimed at reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method using various Kaizen tools. These activities are not limited to production areas and can be implemented in administrative areas as well. Pillar 4- Plant maintenance: It is aimed to have trouble free machines and equipments producing defect free products for total customer satisfaction. This breaks maintenance down into 4 "families" or groups which were defined earlier. Pillar-5 Quality maintenance: It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like Focused Improvement. We gain understanding of what parts of the equipment affect product quality and begin to eliminate current quality concerns, and then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance). Pillar -6 Training It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager to come to work and perform all required functions effectively and independently. Education is given to operators to upgrade their skill. It is not sufficient know only "Know-How" by they should also learn "Know-why". By experience they gain, "Know-How" to overcome a problem what to be done. This they do without knowing the root cause of the problem and why they are doing so. Hence it become necessary to train them on knowing "Know-why". The employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts.

Pillar 7 Offices TPM: Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, and PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation. Office TPM addresses twelve major losses. They are Pillar-8 Safety, Health, Environment: Target: 1. Zero accident, 2. Zero health damage 3. Zero fires. In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our process or procedures. This pillar will play an active role in each of the other pillars on a regular basis. A committee is constituted for this pillar which comprises representative of officers as well as workers. The committee is headed by senior vice President (Technical). Utmost importance to Safety is given in the plant. Manager (Safety) is looking after functions related to safety. To create awareness among employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular intervals.

Organizational chart of Godrej Consumer Private Limited

H.K. Press Exe. Director & President

R.K. Sinha Chief Operating Officer (Mktg. & Oprs.)

Rajesh Tiwari EVP (Operations)

Eshwar Baddi

Baddi Factory

Kattha Factory

Malanpur Factory

Progressio n Factory

Sikkim Factory

Guwahati

A.K.Singh (GM-oprs.) S.Mahajan Mngr.-oprs. Ajay Saxena Exec.-stores ManojSaxena (Exec.-oprs.) Mukesh Agrawal Sr.Exec.Eng.Srv. Ajay Batham (Sr. offi. RMS) D.K. Tripathi Sr. offi.Eng Srv. Rajiv Saxena (AM-Eng. Serv.)

Avinash Mishra (GM-P&A)

Vineeta Gupta Manager(QA)

G.S. Giri Mgr. (E&D)

P.G. Rao Mgr. (F&A)

Hamid Ali Exec. P&A

S.S. Gupta Exec. (QA)

Surender Singh (Exec.-oprs.)

Asad Khan Exec. P&A Sunil Sharma Sr.offi.(E&D) Anil Dixit Sr. offi. ISD

S.N. Mathur (Sr. offi. Oprs)

D. Verma (Offi. Eng. Srv.)

Vyom Datt Sr.offi.safety

Alok Gupta (Offi. Eng. Srv.)

V.K. Khandelwal Sr. offi. (F&A) Mukul Sharma Offi. (F&S)

Organization chart Tripathi Pradeep Personal & Administration Department


(Offi. Eng. Srv.)

Avinash Mishra GM (Pers. & Admn.)

Hamid Ali Banwarilal Saina Pradeep Darbari Thomas Mathew Vyom Dattsonker Amrit Verma Anand S Negi (Executive) (Staff-driver) (Sr. staff) (Sr. supdt.) supdt.) (Sr. officer-safety) (Sr.(Sr. staff)

Asad Khan Manoj Sharma Anil Tyagi Ashraf Khan (Executive) Pramod Tiwari (Sr. supdt.) (Staff-driver) (Sr. staff) (Supdt.)

M. Bhattacharjee (Executive) Girdharilal Ashok Pal Pushpendra Kumar Santosh Mishra (Supdt.) (Staff-driver) (officer) (Staff)

Introduction with the concept of EMPLOYEES WELFARE

Rapid industrialization and urbanization have made employees dependent on capitalists. Inflation has made their lot poor and they find it difficult to maintain their standard of life. In such situation employee welfare facilities enable workers to live a richer and more satisfactory. Employee welfare defines as efforts to make life worth living for workmen. These efforts have their origin either in some statute formed by the state or in some local custom or in collective agreement or in the employers own initiative.

To give expression to philanthropic and paternalistic feelings. To win over employees loyalty and increase their morale. To combat trade unionism and socialist ideas. To build up stable labor force, to reduce labor turnover and absenteeism. To develop efficiency and productivity among workers. To save oneself from heavy taxes on surplus profits. To earn goodwill and enhance public image. To reduce the threat of further government intervention. To make recruitment more effective (because these benefits add to job appeal).

Philosophy and Perceptive of Labor Welfare Activities


In an industrial society labor welfare activities, not only effects on the far-reaching work force but it also effects on various aspects of human resources. All such activities which are not only secure existential necessities but also ensures improved spiritual and emotional quotient, including in labor welfare. The short and long term vision to build a humane society is centered in labor welfare activities. The theories of Labor welfare activities firmly believe in that, behind any machine, the man is only responsible for achieving the organization's mission. With complete satisfaction and be committed on any cause, a person may act in its best. Various welfare facilities are provided by the organization keep not only employees motivated and committed even their family members also.

Term "welfare" expresses many ideas, meanings, and to additional means, such as well status, health, happiness, prosperity and development of human resource etc. The welfare of both social and economic aspects is also included. The social concept of welfare implies the welfare of a man, his family and his community. These three aspects inter-relate, and work together. Within economic aspects of welfare, is involved promotion of economic growth by increasing production and productivity. The concept of welfare is also concerned with time and space. The changes have similar effects on the welfare system. As welfare progressive and dynamic and keep pace with the changing times as a result, the material of welfare remains potentially volatile. The features of welfare may also be varying depending on the nation in all fields. Therefore, its meaning and components can be differ in different countries & different places.

Philosophy of Labor welfare activities:


The philosophy of labor welfare activities are based on the success of industrial development and the theory of harmony depends on the cooperation and relationship between labor and management (employer). Worker has a fund of knowledge and experience to perform his job. If his ability and skill to be properly utilized with the right direction, the worker can be a working good contributor in the prosperity of the organization. And it can be achieve by work satisfaction of the worker. The labor welfare activities in a form of health care centres to facilitate provided through the idea of a good medical care center to ensure job satisfaction and productivity improvements will help more. His staffs to be healthy are a basic need of an organization. It is part of the facilities provided by the employer, that would associated with health care of workers and it would ensure their minimum health hazardous. The concerning

law prescribes the minimum standard, but a progressive employer to expand its activities must protect the health of workers and their dependents. In return, their cooperation will be wholehearted, work to maximum efficiency and attitude will be fair and friendly towards them.

Labor welfare activities perceptive:


The attention on Labor welfare activities has led to a rising interest by the stakeholders who have now started to identify the problems of labor welfare and to formulate their position. The main stakeholders are the investor of enterprises, employees, trade associations or unions, and government etc. Therefore, they are gradually increasing information about the potential of labor welfare activities and even putting vision on labor welfare activities in future prospects. From this perspective, some basic questions as follows:

Should Labor welfare activities be compulsory for enterprises? If mandatory, should labor welfare activities be regulated by law or social organization? If voluntary, how to secure the interests of the employees at the enterpriselevel?

What are the features of employee welfare:


Employee welfare is a comprehensive term including various services, facilities and amenities provided to employees for their betterment.

* The basic purpose in to improve the lot of the working class.

* Employee welfare is a dynamic concept.

* Employee welfare measures are also known as fringe benefits and services.

* Welfare measures may be both voluntary and statutory.

Objectives behind employee welfare


Employee welfare is in the interest of the employee, the employer and the society as a whole. The objectives of employee welfare are: * It helps to improve.

* It improves the loyalty and morale of the employees.

* It reduces labor turnover and absenteeism.

* Welfare measures help to improve the goodwill and public image of the enterprise.

* It helps to improve industrial relations and industrial peace.

* It helps to improve employee productivity.

Name of the agencies of employee welfare

1. Central government: - The central government has made elaborate provisions for the health, safety and welfare under Factories Act 1948, and Mines Act 1952. These acts provide for canteens, crches, rest rooms, shelters etc.

2. State government: - Government in different states and Union Territories provide welfare facilities to workers. State government prescribes rules for the welfare of the workers and ensures compliance with the provisions under various labor laws.

3. Employers: - Employers in India in general looked upon welfare work as fruitless and barren though some of them indeed had done pioneering work.

4. Trade unions: - In India, trade unions have done little for the welfare

of workers. But few sound and strong unions have been the pioneering in this respect. E.g. the Ahmedabad textiles labor association and the Mazdoor sabha, Kanpur.

5. Other agencies: - Some philanthropic, charitable d social service organizations like: - Seva Sadan society, Y.M.C.A., etc.

Types of welfare services


* Intramural: - These are provided within the organization like: 1. Canteen, 2. Rest rooms, 3. Crches,

4. Uniform etc.

* Extramural: - These are provided outside the organization, like: 1. Housing, 2. Education, 3. Child welfare, 4. Leave travel facilities, 5. Interest free loans, 6. Workers cooperative stores, 7. Vocational guidance etc.

Provisions which Factories Act 1948 provides for welfare

* Adequate, suitable and clean washing facilities separately for men and women workers.

* Facilities for storing and drying clothes.

* Canteens, if more than 250 workers are employed.

* Welfare officer, wherever more than 500 workers are employed.

* First aid boxes are provided.

Merits & Demerits of employees welfare activity


Merits: Motivates employees Employee Retention Minimized social evils Better Job satisfaction Cuts down labor turnover

Demerits: Huge investment Employees being dissatisfied

Objectives of the study To know the effectiveness of welfare measures.

How many people actually know about the welfare measures? What suggestive measures must be taken regarding welfare? To study the satisfaction level of employees with respect to their welfare in Godrej Consumer Product Ltd., Malanpur. To know the working condition and what are things that affect them not to work properly. To find out the suggestions.

Research methodology
The project was exploratory in nature and required data collection to achieve the desired objective.

Sample technique:
For the purpose of finding a sample group was selection on the basis welfare activities and on the random basis of different factors involved like Transport facilities, cleanliness, washroom, library facilities, training facilities etc.

Sample size :
Sample sizes for this research were 100. Out of them 20 from the staff and rest of 80 from the labor

Data collection
Collection of primary data: Primary data was collected by questionnaires which have been filled by the employees and interviews of the sample group. Secondary data collection: Besides the methods stated earlier more information was collected during in formal talk with the employees and from other documents provided by the organization.

Data analysis and interpretation

1.

I believe work atmosphere is friendly.

16% 0%

8%

7%

Strongly Agree Agree Neutral 69% Strongly Disagree Disagree

7% employees of GCPL, Malanpur strongly agree say with that work atmosphere is friendly. Where 69% employees choose the agree option in questionnaire. 0% was neutral. 16% were strongly disagree with this that work atmosphere is friendly. And 8 % disagree with it.

2. I am given adequate freedom to do my job efficiently.

Strongly Agree 3% 38% 57% 2% 0% Strongly Disagree Disagree Agree Neutral

3% strongly agree with this, they have adequate freedom to do their job. 38% employees agree. And 0% is disagreeing. Where 57% are strongly disagree with thing. And only 2% ere there who was strongly disagreeing this thing.

2.

I receive praise for my good work.

Strongly Agree Agree


0% 6% 2% 5%

Neutral Strongly Disagree Disagree

87%

87% employees say that, they get praise for their good work. 5% were strongly agreeing with this thing. 6% were strongly disagreeing. 2% were disagreeing with it.

4.

My opinion seems to count.

Strongly Agree 13% 14% 2% 68% Strongly Disagree Disagree 3% Agree Neutral

4% employees think that their opinion seems to count. Where 79% employees were agreeing with this thing which shows that in GCPL they follow participative leadership style.

5.

My supervisor encourages my development.

19% 2% 5%

8%

Strongly Agree Agree Neutral


66%

Strongly Disagree Disagree

66% employees strongly say that their supervisor encourage their development. By this they motivate to their employees.

6. People here are willing to give extra to get the job done.

27%

12%

Strongly Agree Agree Neutral

1% 2% 58%

Strongly Disagree Disagree

If organization needs in this situation 58% employees are ready to give extra time to get job done. Where only 27% employees does not ready with this thing.

7. I can ask management any reasonable question and get a straight answer.

14% 16% 0%

9%

Strongly Agree Agree Neutral


61%

Strongly Disagree Disagree

61% people say that their management gives them attention and there queries also.

8. Management is approachable, easy to talk with.

5% 0%

Strongly Agree Agree


24%

Neutral
71%

Strongly Disagree Disagree

71% employees agree to that their management is easily approachable.

9. Management delivers its promises.

17% 2% 0%

3%

Strongly Agree Agree Neutral


78%

Strongly Disagree Disagree

GCPL, Malanpur delivers its promises 78% employees were agree with it.

10. I am given all resources and equipment to do my job.

0%

11%

6%

Strongly Agree Agree Neutral

83%

Strongly Disagree Disagree

GCPL, Malanpur give all the equipment and resources to their employees 83% agree with it.

11. This is a physically safe place to work.

0%9%

4%

Strongly Agree Agree Neutral

87%

Strongly Disagree Disagree

GCPL, Malanpur is safe place to work 87% employees agree with it. 6% employees strongly agree and 11% disagree with this thing. 12. I feel the sports activity undertaken at GCPL is help to refreshing and development of employees

7% 36%

Strongly Agree Agree Neutral


51%

4% 2%

Strongly Disagree Disagree

51% employees agree with it that what so ever activity undertaken at GCPL is Help to them refreshing and developing. But this is also a fact that 36% also disagree with it.

13. I believe that social and cultural activities being practices at GCPL help us to improve our interpersonal relation with our superiors, collogue, and subordinates.

0%9%

4%

Strongly Agree Agree Neutral

87%

Strongly Disagree Disagree

28% employees strongly agree with it that social and cultural activities help to improve the good relationship with their superiors, collogue, and subordinates. 85% employees were agreeing with it also.

14. In my opinion educational assistance provided for childrens education is highly satisfied.

8% 0%

Strongly Agree Agree


21% 0%

Neutral Strongly Disagree Disagree

71%

81% employees strongly disagree with it that educational assistance is not up to the mark there is need to improvement.

15. I am with the procedure adopted for career growth of workers.

5% 3%

Strongly Agree Agree


14% 0%

Neutral Strongly Disagree Disagree

78%

All most employees are satisfying with the procedure adopted for career groth

16. I am offered training and development to further myself professionally. It has

Extremely Beneficial
4% 0% 0%

19%

Beneficial

77%

Neutral

Extremely Disadvantage ous Disadvantage 77% employees think that training and development program which offering by ous GCPL, Malanpur is extremely beneficial.

17. My salary is on par with other industry

7% 0%

Strongly Agree Agree


21%

Neutral
47% 25%

Strongly Disagree Disagree

Employees are not satisfied with the salary they are getting from their organization. They want to increment in their salary as the same industries are paying high

18. I get some kind of benefits from my job also like health insurance, job security, and pension plan.

25%

2% 0%

Strongly Agree Agree Neutral


73%

Strongly Disagree Disagree

Employees are satisfying enough with the other benefits like insurance, health policy etc. which they get from their job.

19. The first aid facility in GCPL at the time of accidents is

6%0% 0% 41% 53%

Always Available Mostly Available Generally Available Rarely Available Not at all

Employees are not happy with first-aid facility. There is need of improvement.

20. I am satisfied with the duty shift.

6%0% 0% 41% 53%

Strongly Agree Agree Neutral Strongly Disagree Disagree

There is no need to take any decision against the duty shift of their employees because they are satisfied with it.

21. In my opinion canteen service is

0% 1% 0% 41% 58%

Strongly Agree Agree Neutral Strongly Disagree Disagree

Employees are not satisfied with the canteen services there are some improvement should take place to satisfied your employees by the management of GCPL.

22. As far as my concern schemes related to bonus, discount, gifts, etc. formulated by the management are

34% 4%

0%

Highly Satisfied Satisfied Neutral


62%

Unsatisfied Highly Dissatisfied

Employees are quite happy with bonus, gifts and these kind of things as 62% indicates toward it.

23. Reward schemes by the management at GCPL is transparent and impartial

20% 6% 0%

0% 2%

Highly Satisfied Satisfied Neutral


72%

Unsatisfied Highly Dissatisfied

72% employees think that their management is impartial and transparent. But should also analysis it why 20% disagree and 6% are strongly disagree towards it.

24. I am with transport facility

6%

5%

0%

Highly Satisfied Satisfied Neutral


89%

Unsatisfied Highly Dissatisfied

89% employees are highly satisfied with the transport facility.

25. This is a psychologically and emotionally healthy place to work

23%

0% 2%

Strongly Agree Agree Neutral

7% 0% 68%

Strongly Disagree Disagree

Although 68% employees sa that GCPL, Malanpur is psychologically and emotionally, health place to work. But 23% employees deny this thing.

26. Rate the following (a) Cleanliness

15%

0%

Highly Satisfied Satisfied Neutral


85%

Unsatisfie Highly Unsatisfied

Cleanliness is up to the mark in the organization.

(b) Rest room facility

0% 36%

Highly Satisfied Satisfied Neutral

60% 0%4%

Unsatisfie Highly Unsatisfied

This thing lacking behind because 60% employees are highly dissatisfied with rest room facility

(c) Washrooms

0%

9%

0%

13%

Highly Satisfied Satisfied Neutral

78%

Unsatisfie Highly Unsatisfied

Employees are satisfied with washrooms facility.

(d) Library

0%

9%

6%

2%

Highly Satisfied Satisfied Neutral

83%

Unsatisfie Highly Unsatisfied

Only 83% employees are satisfied with library facility.

(e) Pure drinking water

0%

6%

0% 41%

Highly Satisfied Satisfied Neutral

53%

Unsatisfie Highly Unsatisfied

41% employees are highly satisfied with pure drinking water. Where 53% are satisfied with this.

Conclusion

Godrej Consumer Product Limited is one of the largest fast moving consumer goods company which is having 10-15% market share with 5 industrial plants. Where as I have under gone to summer training I have found that GCPL, Malanpur performing there social responsibility efficiently. The job satisfaction level of employees is in its satisfactory level it never leg behind in putting the optimum input through various means to motivate the employees for the maximum best output. GCPL, Malanpur is well aware about its social and environmental responsibility. The findings show that the employees are quite satisfied with the policies, rules and regulations of GCPL. The compensation and the welfare dimension of GCPL are at a higher acceptability position among the employees

Suggestions
Although GCPL, Malanpur is always committed towards their employees and their families but than also I would like to give some suggestions. It is must and necessary their should be proper coordination and understanding among executives and non- executives groups. It is also necessary that the non-executives groups must be motivated time to time by providing them some incentives, benefits or doing some extra works for them. Quality of food must be improved to satisfy the employees.

The feelings of satisfaction can be made better by making more employees friendly especially for non-executives population. Educational assistance is not up to the mark there is need to improvement.

Limitations of this study


Difficulty in fill up of questionnaires. Some responses are not filled up with sincerity. No enough time got to learn. Less sample size. Some responses may be not correct due to disclose of their responses.

Conclusion
Godrej Consumer Product Limited is one of the largest fast moving consumer goods company which is having 10-15% market share with 5 industrial plants. Where as I have under gone to summer training I have found that GCPL, Malanpur performing there social responsibility efficiently. The job satisfaction level of employees is in its satisfactory level it never leg behind in putting the optimum input through various means to motivate the employees for the maximum best output. GCPL, Malanpur is well aware about its social and environmental responsibility. The findings show that the employees are quite satisfied with the policies, rules and regulations of GCPL. The compensation and the welfare dimension of GCPL are at a higher acceptability position among the employees.

References
Books
Dr. C. B. Gupta, (2005), Sultan Chand & Sons Publication B.P. Arya, (2008), Deep & Deep Publication

Websites
www.godrejcp.com http://provigator.com/godrej-consumer-products-ltd http://industrialrelations.naukrihub.com/employee-welfare.html